Journal articles on the topic 'Project lifecycle management'
To see the other types of publications on this topic, follow the link: Project lifecycle management.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Project lifecycle management.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Thilmany, Jean. "Project + Lifecycle Together." Mechanical Engineering 133, no. 02 (February 1, 2011): 36–37. http://dx.doi.org/10.1115/1.2011-feb-4.
Full textAbstract:
This article discusses the advantages of integrating project portfolio management (PPM) with product lifecycle management (PLM) software for project planning. Many engineering companies are now stepping forward to integrate their PPM and PLM systems for more close-up project planning. By tying the two systems, engineering firms are better able to manage time spent on specific projects, to get an overarching and realistic view of where the project stands, to stay on the schedule and to meet specific goals. The tied systems also allow engineers to get a broad view of the project that extends beyond their engineering piece. In engineering companies, where the project status is inevitably tied to the engineering department, closing the loop between theoretical plans and engineering progress can make for big budgetary savings and offer important insight into product planning. Many engineering companies that do not yet have a PPM system are now considering implementing one to plan their product mixes.
2
Vuorinen, Lauri, and Miia Maarit Martinsuo. "Lifecycle view of managing different changes in projects." International Journal of Managing Projects in Business 12, no. 1 (March 4, 2019): 120–43. http://dx.doi.org/10.1108/ijmpb-11-2017-0135.
Full textAbstract:
Purpose A project contractor can promote the success of a delivery project by planning the project well and following a project management methodology (PMM). However, various changes typically take place, requiring changes to the project plan and actions that deviate from the firm’s established PMM. The purpose of this paper is to explore different types of changes and change management activities over the lifecycle of delivery projects. Design/methodology/approach A qualitative single case study design was used. In total, 17 semi-structured interviews were carried out during a delivery project in a medium-sized engineering company that delivers complex systems to industrial customers. Findings Both plan-related changes and deviations from the PMM were mapped throughout the project lifecycle. Various internal and external sources of change were identified. An illustrative example of the interconnectedness of the changes reveals the potential escalation of changes over the project lifecycle. Managers and project personnel engage in different change management activities and improvisation to create alternative paths, re-plan, catch up, and optimize project performance after changes. Research limitations/implications The empirical study is limited to a single case study setting and a single industry. The findings draw attention to the interconnectedness and potential escalation effect of changes over the lifecycle of the project, and the need for integrated change management and improvisation actions. Practical implications Efficient change management and improvisation at the early phase of a delivery project can potentially mitigate negative change incidents in later project phases. Changes are not only the project manager’s concern; project personnel’s skilled change responses are also helpful. The findings emphasize the importance of the project customer as a source of changes in delivery projects, meaning that customer relationship management throughout the project lifecycle is needed for successful change management. Originality/value The study offers increased understanding of changes and change management throughout the project lifecycle. The results show evidence of plan-related and methodology-related changes and their interconnections, thereby proposing a lifecycle view of integrated change management and improvisation in projects.
3
Nauman, Shazia, and M. Abid Ullah. "The Project Knowledge Management Success over the Project's Lifecycle." International Journal of Information Technology Project Management 6, no. 1 (January 2015): 76–85. http://dx.doi.org/10.4018/ijitpm.2015010105.
Full textAbstract:
The current research aims to investigate the relationship knowledge management (KM) practices play in the success of project knowledge management over the project life cycle i.e. at the beginning of the project, during the project and after the project. Results demonstrate that among the three phases of the project, KM practices during the project phase have a greater impact on the success of project knowledge management. This research has implications for HR and project professionals as our findings indicate that the training of project members, evaluations by external consultants, regular meetings with project leaders and reviewing lessons learnt are the most significant factors for the success of project knowledge management in the context of projects being undertaken in Pakistan.
4
Yeong, Anthony, and Thou Tin Lim. "Integrating knowledge management with project management for project success." Journal of Project, Program & Portfolio Management 1, no. 2 (January 19, 2011): 8. http://dx.doi.org/10.5130/pppm.v1i2.1735.
Full textAbstract:
This paper aims to study the improvement of project success in organizations by integrating knowledge management strategies with project management practices in a typical project lifecycle. According to the Standish Group’s Chaos Report for 2009, only 32% of all surveyed projects are considered to be successful and are delivered on time, on budget, with the required features and functions. This could be an indication that project management practitioners have not fully acquired and transferred knowledge learned from past projects to ensure a higher success rate for current and future projects. Knowledge management is an emerging discipline and practice in organizations. This paper proposes an integrated model that combines knowledge management with project management to improve project success and thus contribute towards competitiveness and sustainability in organizations.
5
Radhakrishnan, Abirami, John Stephen Davis, and Dessa David. "Examining the Critical Success Factors in IT Projects." International Journal of Information Technology Project Management 13, no. 1 (January 2022): 1–38. http://dx.doi.org/10.4018/ijitpm.290423.
Full textAbstract:
Many companies experience IT project failures in relatively new areas such as Big Data, Data Science, Enterprise Systems, Blockchain, Cloud Computing, IT security, and IoT. Because of inadequate research in identifying critical success factors for these projects, we conducted a Delphi study employing separate panels for each of two kinds of project implementations, those using a predictive lifecycle approach and those using an adaptive lifecycle approach. We found common critical success factors: user/client involvement, senior management support, effective monitoring and control, effective communication and feedback, good change and configuration management, having a competent project manager, proper project leadership, and excellent vendor performance. Both predictive and adaptive lifecycle IT projects had certain unique critical success factors. The findings provide guidance to IT Project Managers.
6
Kahachi, Hussaen Ali Hassan. "Sustainability and Project Management – The Drivers and Benefits." Wasit Journal of Engineering Sciences 5, no. 1 (April 12, 2017): 87–103. http://dx.doi.org/10.31185/ejuow.vol5.iss1.67.
Full textAbstract:
This research is looking at the concept of sustainable project management and its importance in real life project management. Firstly, the research will examine the meaning of sustainability and sustainable management. Next, it will examine, evaluate and classify the different drivers for the integration of sustainability in project management as social, economic, legislative and environmental drivers. Then, the research will discuss the potential benefits of implementing sustainability in project management throughout project's lifecycle. The researcher concluded that there are many environmental, social/ethical, legislative and economic benefits derived from integrating sustainability into project management throughout project's lifecycle, however, there are some restrictions as the tools for integration are still under development.
7
Hietajärvi, Anna-Maija, Kirsi Aaltonen, and Harri Haapasalo. "Opportunity management in large projects: a case study of an infrastructure alliance project." Construction Innovation 17, no. 3 (July 10, 2017): 340–62. http://dx.doi.org/10.1108/ci-10-2016-0051.
Full textAbstract:
Purpose This study aims to explore how to identify and manage opportunities successfully in a large multi-organizational infrastructure project. Large projects struggle with exploiting and capturing opportunities because of the lack of practices that support active and continuous opportunity management over the project lifecycle in inter-organizational project networks. Design/methodology/approach This study provides empirical evidence of a successful opportunity management process based on an investigation of an infrastructure alliance project. The adopted research approach is an inductive case study. Findings By analyzing an infrastructure alliance project, this paper identifies key activities of opportunity management and furthermore, discusses the enablers of active and continuous opportunity management. Practical implications This study supports practitioners by providing knowledge about the possibilities and activities that could be deployed during the project lifecycle to improve opportunity management process and about the enablers – factors that facilitate alliance partners’ capabilities to manage opportunities. Originality/value There is limited empirical research on the practices of opportunity management that support continuous, active opportunity management in inter-organizational project contexts, although multidisciplinary project networks have possibilities for taking advantage of opportunities that emerge over the project lifecycle.
8
Nunes, Marco, and António Abreu. "Applying Social Network Analysis to Identify Project Critical Success Factors." Sustainability 12, no. 4 (February 18, 2020): 1503. http://dx.doi.org/10.3390/su12041503.
Full textAbstract:
A key challenge in project management is to understand to which extent the dynamic interactions between the different project people—through formal and informal networks of collaboration that temporarily emerge across a project´s lifecycle—throughout all the phases of a project lifecycle, influence a project’s outcome. This challenge has been a growing concern to organizations that deliver projects, due their huge impact in economic, environmental, and social sustainability. In this work, a heuristic two-part model, supported with three scientific fields—project management, risk management, and social network analysis—is proposed, to uncover and measure the extent to which the dynamic interactions of project people—as they work through networks of collaboration—across all the phases of a project lifecycle, influence a project‘s outcome, by first identifying critical success factors regarding five general project collaboration types ((1) communication and insight, (2) internal and cross collaboration, (3) know-how and power sharing, (4) clustering, and (5) teamwork efficiency) by analyzing delivered projects, and second, using those identified critical success factors to provide guidance in upcoming projects regarding the five project collaboration types.
9
Ward, Stephen C., and Chris B. Chapman. "Risk-management perspective on the project lifecycle." International Journal of Project Management 13, no. 3 (June 1995): 145–49. http://dx.doi.org/10.1016/0263-7863(95)00008-e.
Full text
10
S.Muthueeran, Adam Aruldewan, Osman Mohd Tahir, Roziya Ibrahim, and Saipol Bari Abd-Karim. "Risk Management Process Into Project Lifecycle: A case of Malaysian landscape architecture projects." Asian Journal of Behavioural Studies 5, no. 18 (April 11, 2020): 35. http://dx.doi.org/10.21834/ajbes.v5i18.187.
Full textAbstract:
The risk management process is an integral part of all project activities and proportionally customized as one process. This paper prepared to review risk management process integration into the landscape architecture project lifecycle in Malaysia. Data collected from three completed landscape architecture projects studied through structured interviews and project document reviews. The data analyzed using content and thematic analysis. The study found the ineffective risk management process integration into the project lifecycle with the result of the incomplete, unplanned and intended process, and redundant activity ow. Specific integration strategies recommended accommodating landscape architecture project context for practical risk management applications.Keywords: risk management process; project lifecycle; landscape architecture projecteISSN 2398-4295 ©2020 The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia.DOI: http://dx.doi.org/10.21834/ajbes.v5i18.187
11
S.Muthuveeran, Adam Aruldewan, Osman Mohd Tahir, Roziya Ibrahim, and Saipol Bari Abd-Karim. "Reviewing Risk Process Integration Effectiveness into Malaysia’s Landscape Architecture Project Lifecycle." Environment-Behaviour Proceedings Journal 5, no. 13 (March 24, 2020): 245. http://dx.doi.org/10.21834/e-bpj.v5i13.1991.
Full textAbstract:
This paper explores the effectiveness of risk process integration into landscape architecture project lifecycles, a subject that found to be lacking in risk management studies. The fieldwork of data collection conducted through structured interviews as well as document reviews from three completed landscape architecture projects in Klang Valley, Malaysia. The collected data analysed using content and thematic analysis. The research found that the risk process ineffectively integrated into project lifecycle with results presenting incomplete process, unplanned and redundant activity flows. The study suggests that common practice constrains practical risk management application that then restrains its benefit realisation.Keywords: risk management; risk process; project lifecycle; landscape architecture projecteISSN: 2398-4287 © 2020. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open access article under the CC BYNC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia.DOI: https://doi.org/10.21834/e-bpj.v5i13.1991
12
Bhoola, Vanita, Vineeta Dwivedi, and Ayalur Vedpuriswar. "National Dairy deriving value through project management." Emerald Emerging Markets Case Studies 11, no. 4 (October 29, 2021): 1–21. http://dx.doi.org/10.1108/eemcs-07-2020-0268.
Full textAbstract:
Subject area Project Management, Entrepreneurship, Risk Management, Communication. Study level/applicability Study level: MBA and Executive Education. Applicability: This case can be taught in the project management course. It will cover the project-planning phase, which is an iterative or progressive elaboration for the entire project lifecycle. The case will help in discussing how project management is an important discipline to manage projects and stakeholders effectively. Case overview The case depicts the dilemma of a passionate entrepreneur who is setting up an ambitious dairy business but project execution goes awry. The case discusses the challenges related to project planning and execution. It captures the essence of proactive risk management, measures that can mitigate risks and create opportunities. The case also discusses the entire project lifecycle from project initiation to closure and the challenges a manager has to face in terms of stakeholder engagement, risk management, stakeholder communication and scope change. Expected learning outcomes To understand the alignment of the project with the organisation strategy; to learn to create a project plan and monitor and control the scope, schedule, resources and costs; to accurately estimate project costs, timelines, and quality and schedule, using tools like MS Project; to learn the risk management techniques for managing projects, teams and stakeholders; and to manage stakeholder communication effectively. Supplementary materials Teaching notes are available for educators only. Subject code CSS 2: Built Environment.
13
Luo, Fu Zhou, and Yan Hu Han. "Integrated Risk Management Based on Life Cycle of Engineering Project." Applied Mechanics and Materials 357-360 (August 2013): 2680–83. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2680.
Full textAbstract:
Risk management is the key factor to projects success, while the integrated risk management based on the life cycle of engineering project is an inevitable trend. With project lifecycle management and integrated thought as theoretical basis, this paper has introduced some related concepts about the integrated risk management based on the life cycle of engineering project, constructed the risk management model based on the PRAM (project risk analysis and management) method, and has discussed integrated management of project risk, combined with the characteristics of modern engineering projects.
14
Lin, Kaixin, Yongzhuo Long, Boke Chen, Simin Chen, and Zhihua Luo. "The BIM Lifecycle Management of Manufacturing Cultural Heritage Projects." Journal of Physics: Conference Series 2261, no. 1 (June 1, 2022): 012017. http://dx.doi.org/10.1088/1742-6596/2261/1/012017.
Full textAbstract:
Abstract As a popular cultural heritage in China, the Lingnan architecture is increasingly adopting prefabricated construction to meet the growing need in building projects exhibiting the unique culture of the region, which can be enhanced by BIM technology. As most BIM related research focuses on particular phases of a project, there lacks of a study on the BIM lifecycle management, particularly on manufacturing cultural heritage projects. Hence, this research analogizes the BIM lifecycle management to the evolution of biological agents, and constructs the self-organizing relationship complex of BIM application key items and BIM application technology prototype, taking this as the cornerstone to develop a lifecycle BIM management framework and form an operation theory for manufactured heritage buildings, which are verified through a case study.
15
Henttonen, Katja, Jukka Kääriäinen, and Jani Kylmäaho. "Lifecycle management in government-driven open source projects – practical framework." International Journal of Information Systems and Project Management 5, no. 3 (January 31, 2022): 23–41. http://dx.doi.org/10.12821/ijispm050302.
Full textAbstract:
In many parts of the world, public sector organizations are increasingly interested in collaborating across organizational (and even national) boundaries to develop software solutions under an open licence. However, without sound lifecycle management practices, the full benefits of open collaboration are not achieved and projects fail to achieve sustained success. This paper introduces a lifecycle management model and framework for government-driven open-source projects and reports about its use in a real-life case study. Our focus is on lifecycle management activities which take place between deployment and end-of-life. The framework was developed iteratively through a series of focus group discussions with representatives of public sector organizations. After the framework had been taken into use in our real-life case project, individual qualitative interviews were conducted to collect experiences on its benefits and weaknesses. According to the initial evidence, the deployment of the framework seems to have brought concrete benefits to the project, e.g. by contributing positively to community growth, software quality and inter-organizational learning.
16
Chen, Yan Xia, Shun Sheng Guo, Bai Gang Du, and Li Bo Sun. "Design and Application of Project Management System for Project-Driven Equipment Manufacturing Enterprise." Applied Mechanics and Materials 397-400 (September 2013): 2610–17. http://dx.doi.org/10.4028/www.scientific.net/amm.397-400.2610.
Full textAbstract:
The production mode of equipment manufacturing enterprise is large single-piece production driven by project for customer personalization. This is complex in a large project, where having so many involved resources, persons and content can become more difficult to manage. Whereas, the current project management system mainly focuses on some single functions and ignores the requirements of project lifecycle for process tracking management. Therefore, on the foundation of investigation and analysis, the models of material flow and cash flow are proposed to monitor the implementation process of project and developed a lifecycle-oriented Project Management System (PMS) by using ASP.NET platform and SQL SERVER database technology in equipment manufacturing enterprise. Finally, the application effect of PMS software in equipment manufacturing enterprise demonstrates its feasibility and effectiveness.
17
Kaewunruen, Sakdirat, Jessada Sresakoolchai, and Zhihao Zhou. "Sustainability-Based Lifecycle Management for Bridge Infrastructure Using 6D BIM." Sustainability 12, no. 6 (March 20, 2020): 2436. http://dx.doi.org/10.3390/su12062436.
Full textAbstract:
A number of bridge infrastructures are rising significantly due to economic expansion and growing numbers of railway and road infrastructures. Owing to the complexity of bridge design, traditional design methods always create tedious and time-consuming construction processes. In recent years, Building Information Modelling (BIM) has been developed rapidly to provide a faster solution to generate and process the integration of information in a shared environment. This paper aims to highlight an innovative 6D BIM approach for the lifecycle asset management of a bridge infrastructure by using Donggou Bridge as a case study. This paper adopts 6D modelling, incorporating 3D model information with time schedule, cost estimation, and carbon footprint analysis across the lifecycle of the bridge project. The results of this paper reveal that raw materials contribute the most embodied carbon emissions, and as the 6D BIM model was developed in the early stage of the lifecycle, stakeholders can collaborate within the BIM environment to enhance a more sustainable and cost-effective outcome in advance. This study also demonstrates the possibility of BIM applications to bridge infrastructure projects throughout the whole lifecycle. The 6D BIM can save time by transforming 2D information to 3D information and reducing errors during the pre-construction and construction stages through better visualisation for staff training. Moreover, 6D BIM can promote efficient asset and project management since it can be applied for various purposes simultaneously, such as sustainability, lifecycle asset management and maintenance, condition monitoring and real-time structural simulations. In addition, BIM can promote cooperation among working parties and improve visualisation of the project for various stakeholders.
18
Sudevan, Smiju, M. Bhasi, and K. V. Pramod. "Distinct Stakeholder Roles Across the ERP Implementation Lifecycle." International Journal of Enterprise Information Systems 10, no. 4 (October 2014): 59–72. http://dx.doi.org/10.4018/ijeis.2014100104.
Full textAbstract:
Enterprise Resource Planning (ERP) implementation is a difficult and complex decision where it involves people issues more than technological issues. In this paper, identifying stakeholders is emphasized as a key definitive step during the process of ERP implementation and if done improperly, will lead to failure of the implementation project. The impact of stakeholder's interests on the project's decisions was already highlighted as a critical issue in success of the ERP implementation. Consequently the aim of this study has been set to explore the distinct stakeholder's role on ERP implementation life cycle. Accordingly, a qualitative research was designed and through conducting a number of semi structured interviews with project stakeholders a certain amount of data on project's stakeholder lists and roles were gathered. Furthermore, the related project documents, including meeting memos, project charters and some technical reports were studied. It is seen that there is fluidity between the stakeholder roles in each stage of implementation and accordingly, it is imperative that the stakeholder issues must be addressed throughout the lifecycle, not only in the initial stages.
19
Zhou, Peter X. "Towards a Sustainable Infrastructure for the Preservation of Cultural Heritage and Digital Scholarship." Data and Information Management 5, no. 2 (January 1, 2021): 253–61. http://dx.doi.org/10.2478/dim-2020-0052.
Full textAbstract:
Abstract The digital lifecycle encompasses definitive processes for data curation and management, long-term preservation, and dissemination, all of which are key building blocks in the development of a digital library. Maintaining a complete digital lifecycle workflow is vital to the preservation of digital cultural heritage and digital scholarship. This paper considers digital lifecycle programs for digital libraries, noting similarities between the digital and print lifecycles and referring to the example of the Digital Dunhuang project. Only through a systematic and sustainable digital lifecycle program can platforms for cross-disciplinary research and repositories for large aggregations of digital content be built. Moreover, advancing digital lifecycle development will ensure that knowledge and scholarship created in the digital age will have the same chances for survival that print-and-paper scholarship has had for centuries. It will also ensure that digital library users will have effective access to aggregated content across different domains and platforms.
20
Laitinen, Sari, Merja Huhtala, Mika Lohtander, Tuomo Kässi, and Juha Varis. "Product Knowledge and Lifecycle Management in Project-Based Manufacturing." Applied Mechanics and Materials 752-753 (April 2015): 1283–87. http://dx.doi.org/10.4028/www.scientific.net/amm.752-753.1283.
Full textAbstract:
Changes taking place in project-based manufacturing emphasize the importance of agile manufacturing, product knowledge management and product lifecycle information. The paper describes dependencies between product definition and production strategy covering also other potential areas of research i.e. growth of industrial service business and development of manufacturing and supply networks. As an outcome it can be argued that more research is needed to align product lifecycle management in project-based manufacturing, as well as to cover the evolving information needs of internal and external stakeholders. Due to the increase of industrial services, also services should be included as a part of product definition; the extended product description introduces a new set of requirements that need to be taken into account as a part of product and production strategy definition.
21
Rohman, Mohammad Arif, Hemanta Doloi, and Christopher Andrew Heywood. "Success criteria of toll road projects from a community societal perspective." Built Environment Project and Asset Management 7, no. 1 (February 6, 2017): 32–44. http://dx.doi.org/10.1108/bepam-12-2015-0073.
Full textAbstract:
Purpose While the success of the toll road projects procured through public private partnerships (PPPs) routes are widely confined to the cost, time and quality performance in the delivery context, considerable evidence suggests that such success criteria are not sufficient when the toll road projects are assessed in relation to meeting the long-run community expectations. The purpose of this paper is to examine the key factors associated with the success of the toll road projects from a societal perspective in Indonesia. Design/methodology/approach Based on the input from 12 experts and a rigorous literature review, a questionnaire survey was designed and a total of 206 respondents from three broad stakeholders’ groups, namely, government, private and end-users’ communities were surveyed to measure the performance of eight toll road projects. The data were primarily analyzed using exploratory factor analysis and reliability test using SPSS Software. Findings Four significant factors associated with the project social benefit were established as a measure of the overall success criteria in toll road projects. It is expected these can be used as guidance to deliver project social benefit to the community in the overall project lifecycle. Research limitations/implications This research contributes to the incorporation of social project benefit attributes to the the toll road projects’ success criteria in overall project lifecycle. Practical implications This study can be used as guidance for the overall stakeholders, such as the government and the project manager to address the current social problems and better navigate the project direction in order to achieve the overall toll road project success in the overall project lifecycles. Social implications The research highlights how the Indonesian government’s program of developing toll road projects using the PPP procurement routes can be supported for complete social inclusivity by considering the social dimension to achieve long-term success. Originality/value Identification of the key project social factors based on the data set with a wide representation of the stakeholders has made the research original and unique.
22
Galli, Brian J. "The Application of Systems Engineering to Project Management." International Journal of System Dynamics Applications 9, no. 1 (January 2020): 81–106. http://dx.doi.org/10.4018/ijsda.2020010105.
Full textAbstract:
This study investigated the application of systems engineering to project management. There is an increasing complexity to modern projects, and lifecycle-focused project management displays the inability to manage the risks associated with increased project complexity. A more adequate approach to these issues is presented in the systems engineering processes. It was proposed that the application of systems engineering concepts will allow improve the management of complex projects and the mitigation of risks. Additionally, qualitative research conducted via the collection and analysis of credible information yielded data that supported this proposition. Since systems engineering processes are adaptable, they are suited to manage complex problems. It was concluded that applying systems engineering to project management was beneficial, and the integration of methodologies was valuable to the successful completion of large scale, complex projects.
23
Vereshchagin, V. V., and T. Yu Shemyakina. "Risk Management in the Context of Information Modeling Technologies for Construction Objects: Features and Opportunities." Issues of Risk Analysis 17, no. 3 (June 30, 2020): 56–65. http://dx.doi.org/10.32686/1812-5220-2020-17-3-56-65.
Full textAbstract:
Risks are inevitable in any construction project. Risk management methodology is used to address or mitigate their impact in the management of construction projects. In recent years, in the fields of architecture and construction, the likelihood of risks is increased due to the increasing structural complexity, the volume of construction works of the project, the application of new and complex construction methods. However, experience with risk management has shown limited practical impact on the development of systemic risk management in the construction project. Information modeling (BIM) technologies play an important role in risk management during the design, construction and maintenance phases of a building facility. Based on the development of information technologies, risk management should be integrated with modern IT processes of construction project management. Since BIM implementation for risk management of construction projects is still limited, the BIM system implementation must be developed to address risks throughout the construction project lifecycle. This article discusses the applications of BIM for building risk management during the lifecycle of a project. These recommendations illustrate the use of BIM in risk identification, response and monitoring. The findings show that one of the most significant issues is the lack of regulations to align BIM with risk management in the project development and execution process. The development of regulations should cover the model of risk migration, cycles of risk management, flexible structure of the risk management service at all stages of the life cycle of the construction project.
24
Zhang, Ya Ni. "Design of the Whole Life-Cycle Information Management Mechanism of Project." Applied Mechanics and Materials 556-562 (May 2014): 6544–47. http://dx.doi.org/10.4028/www.scientific.net/amm.556-562.6544.
Full textAbstract:
Corporate faces problems such as resource limitation and conflicts, information deficiency and that the project document management fails to meet the company’s requirements, and so on, in order to solve these problems. This paper emphasizes the importance of managing projects by stages, studies and tries to design the lifecycle model of project management. Also, using multi-hierarchy grey comprehensive evaluation method, this paper evaluates and compares the project activities which have resource conflicts. The application of the system in practical project management verifies the efficiency of the research method discussed in this paper.
25
Samuel, Olanrewaju Modupe. "An Investigation into Project Management Best Practices in Nigeria’s Telecommunication Industry." TEXILA INTERNATIONAL JOURNAL OF ACADEMIC RESEARCH 9, no. 2 (April 30, 2022): 82–88. http://dx.doi.org/10.21522/tijar.2014.09.02.art007.
Full textAbstract:
The purpose of the study was to investigate project management best practices in Nigeria’s telecommunication industry. Data was collected across 379 telecommunication firms and analyzed using the descriptive method. The study found that telecommunication firms in Nigeria adopt the best project management practices. Best project management practices are widespread in the telecommunication industry in Nigeria. The project management practices adopted by telecommunication firms include holding initial meetings of all the project stakeholders, the development of project scope management, keeping all related parties updated throughout the project’s lifecycle, the creating of resource plan, the creation of a response risk team, transparency in the implementation of projects, setting realistic project milestone and review of project performance.
26
Wang, Nannan, Minxun Ma, and Yunfei Liu. "The Whole Lifecycle Management Efficiency of the Public Sector in PPP Infrastructure Projects." Sustainability 12, no. 7 (April 10, 2020): 3049. http://dx.doi.org/10.3390/su12073049.
Full textAbstract:
The management role of the public sector in public–private partnership PPP infrastructure projects has been extensively expanded to the whole lifecycle rather than in the traditional infrastructure projects. The performance of the public sector in a PPP is the key for the PPP to achieve sustainability; however, there is a lack of research on the whole lifecycle management efficiency of the public sector in a PPP. This research aims to examine the governance role of the public sector in PPP projects, and therefore evaluate their whole lifecycle management efficiency. An evaluation framework is developed through the lens of governmentality to evaluate the performance of the public sector. Multiple case studies on PPP infrastructure projects in China have identified loopholes during the whole lifecycle of a PPP at the local governmental level. On the basis of the findings of case studies, a conceptual model is proposed to demonstrate ways for the public sector to improve efficiency through integrated governance of PPP projects. The research findings benefit both the central government in terms of evaluation and decision making and the local government by improving their efficiency in PPP infrastructure projects for the purpose of achieving sustainability. According to the findings, policy strategies are provided for the central government on how to further regulate the PPP market and address the loopholes, including further standardizing regulations and instruction, providing unified quantitative calculation or measurement tools, training, and education for the public sector to integrate whole lifecycle project management, and quality control of consultancy for the PPP infrastructure projects.
27
Nooriafshar, Mehryar. "The Effectiveness of a Lifecycle Approach to Learning Project Management." European Journal of Social & Behavioural Sciences 4, no. 1 (January 1, 2013): 130–37. http://dx.doi.org/10.15405/ejsbs.2013.1.15.
Full textAbstract:
This paper is based on an ongoing research project. Its main purpose is to demonstrate the effectiveness of adopting the project lifecycle approach to learning Project Management through an interactive multimedia system. This multimedia system, referred to as the interactive tool (or the tool) in the paper, is a flash based environment. It can be accessed from either the local storage device of a computer or the Internet under both Microsoft and Apple based operating systems. The tool follows the standard lifecycle phases of a project in teaching fundamentals of Project Management at the undergraduate level. In order to demonstrate its learning effectiveness, the tool was put to the test at three different universities in Australia, Japan and Canada. All the participants were taking Project Management as part of their studies. This combination provided the opportunity of studying participants from different learning, linguistic and cultural backgrounds. The test consisted of a specially designed workshop with customisations for each country. The main objective was to measure and gauge the learning outcome in each case. The findings confirmed that all the participants from every group achieved two main goals of learning the field; and enjoying the learning process.
28
Young, Raymond, Wenxin Chen, Ali Quazi, Warren Parry, Adrian Wong, and Simon K. Poon. "The relationship between project governance mechanisms and project success." International Journal of Managing Projects in Business 13, no. 7 (July 22, 2019): 1496–521. http://dx.doi.org/10.1108/ijmpb-10-2018-0212.
Full textAbstract:
Purpose Project governance has been linked to project success because top management support is necessary for projects to succeed. However, top managers are time poor and it is not clear which project governance mechanisms are effective for project success. The purpose of this paper is to address this issue and identify project governance mechanisms that correlate with success. Design/methodology/approach This is a quantitative study. A theoretical model of project governance was developed and tested with secondary industry data gathered from 51 global organisations and 66,817 responses. Findings The results found five project governance mechanisms (Vision, Change, Sponsor, KPI and Monitor) significantly correlate with project success and are effective at different stages in the project lifecycle. Originality/value Earlier research has found a relationship between project governance and project success but it has not been specific enough to guide top managers in practice. This is the first research to take this next step and identify project governance mechanisms that correlate with project success. One finding of this research that has particular value is the identification of when in the project lifecycle a particular governance mechanism is most effective.
29
Nooriafshar, Mehryar. "The Effectiveness of a Lifecycle Approach to Learning Project Management." European Journal of Social & Behavioural Sciences 4, no. 1 (January 1, 2013): 836–47. http://dx.doi.org/10.15405/futureacademy/ejsbs(2301-2218).2012.4.15.
Full text
30
Santos, Daniela Silva dos, Diane Aparecida Reis, and André Leme Fleury. "Project Lifecycle Management (PLM): evolution and state of the art." Product Management & Development 18, no. 1 (2020): 70–91. http://dx.doi.org/10.4322/pmd.2019.027.
Full text
31
Shivakumar, Shailesh Kumar. "Software Estimation Framework for Digital Enhancements and Maintenance Projects." International Journal of Project Management and Productivity Assessment 8, no. 2 (July 2020): 81–96. http://dx.doi.org/10.4018/ijpmpa.2020070105.
Full textAbstract:
Software enhancements and the maintenance phase is generally the crucial phase of a software application lifecycle. The enhancements and maintenance consume about 20% of the overall software lifecycle effort. Enhancement and maintenance phase of modern digital projects involves many activities such as incident management, application enhancements, generic maintenance, quality improvements such as automation, preventive maintenance, continuous improvement, and such. State-of the-art estimation models and frameworks fall short of factoring all the dynamics involved in the enhancements and maintenance phase. The article proposes a digital project maintenance estimation framework to estimate various activities of a digital maintenance project. The proposed estimation framework provides comprehensive coverage of maintenance activities including incident management, application enhancements, generic maintenance, and quality improvements. The proposed estimation framework was used to predict effort estimate of 5 digital maintenance projects with MMRE of 0.255 and predicted (0.3) of 80%.
32
Vishnevskaya, Natal'ya, and A. Afonina. "Design Thinking and Creative Technologies in Project Management: Multi-Stage Approach." Scientific Research and Development. Russian Journal of Project Management 10, no. 2 (August 13, 2021): 31–45. http://dx.doi.org/10.12737/2587-6279-2021-10-2-31-45.
Full textAbstract:
The present article is devoted to the issues of applying design thinking and other creative technologies destined at the development of innovational solutions of the existing tasks and restrictions in project management processes. The authors are developing a conceptual framework by defining the focus of application of creative technologies in the project management practice as well as are proposing a custom approach to the application of the relevant instruments based on the project type and its lifecycle phases. The findings are made on the basis of fundamentals of project management, strategic management and design thinking methodology, as well as the authors’ own applied studies and experience in project and program management. The proposed approach allows broadening theoretical learnings on the project lifecycle stages from the perspective of creating and developing business innovations, as well as on the project manager role and skills, which in turn helps to resolve complex issues and controversies connected to the application of the existing project management methods in the organizational development and innovation product creation processes.
33
Wang, Xiao Hui, Hong Nan Li, Jun Liu, Shao Hua Jiang, and Hong Chao Ma. "Study and Application of Information Management System for Government-Invested Construction Projects." Applied Mechanics and Materials 357-360 (August 2013): 2445–53. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2445.
Full textAbstract:
Government-invested construction projects have their own characteristics, and effective management can be achieved only by adopting corresponding appropriate management approaches. The characteristics of government-invested construction project management and corresponding serious problems existed in present management are analyzed and summarized at first. Secondly, the countermeasures to above problems are put forward. Then, an information management system framework for government-invested project management is proposed on the basis of the foregoing work. This framework can realize the fusion of project information management system and E-government system and achieve the institutionalization, standardization, informatization and lifecycle management for government-invested project by means of multiple modernized information technologies and professional software. Finally, the development and application of the developed information system validate the effectiveness to promote the management level of government-invested construction project. The work involved in this paper can provide reference for the management of other similar construction projects.
34
Vladimirova, Irina, Galina Kallaur, and Kseniia Bareshenkova. "Digital methods of real estate asset lifecycle management." Baltic Journal of Real Estate Economics and Construction Management 6, no. 1 (November 1, 2018): 165–74. http://dx.doi.org/10.2478/bjreecm-2018-0013.
Full textAbstract:
Abstract Contemporary scientific research and practical experience in the field of investment and construction projects management prove advisability of planning management processes, including key directions such as scope, time and cost management throughout the lifecycle of a real estate asset. Under conditions of construction industry integration into digital environment and active search for innovative and high-tech ways of development, an urgent issue is to select effective digital methods and tools that correspond to each phase of real estate asset lifecycle and ensure interests of each participant of investment and construction project. The aim of the article is to investigate the digital methods of real estate asset lifecycle management. Through methods of analysis and systematization, the authors of the article have identified that internationally known software producers as well as the scientific community and some representatives of construction industry acknowledge the effectiveness of the currently relevant information modelling technologies (BIM); however, full implementation of BIM technologies in Russia is mainly restrained by low interest from most participants of investment and construction projects. Therefore, by applying methods of comparative analysis and statistical assessments, reported effects of BIM implementation, according to the international experience, have been compared with actual results received by Russian companies, which actively use information modelling technologies. In addition, systematization of modern digital methods and tools for real estate assets management in correspondence with aims of each phase of their lifecycle has been carried out within the framework of the research. As a result, factors for encouragement of BIM implementation based on the principles of public-private partnership have been formulated and, in conclusion, respective stimulation measures proposed.
35
Gebrehiwet, Tsegay, and Hanbin Luo. "Risk Level Evaluation on Construction Project Lifecycle Using Fuzzy Comprehensive Evaluation and TOPSIS." Symmetry 11, no. 1 (December 24, 2018): 12. http://dx.doi.org/10.3390/sym11010012.
Full textAbstract:
A risk is a predominant problem in the developing countries construction projects. Although numerous studies have been concerned on risk, there is a limited study on a mechanism to identify the typical risks and effects level. This paper presents an approach for evaluating the risks in case of schedule delays at the various lifecycles of construction projects. The methodology applied is an integrated model of the technique for order preference by similarity to ideal solution (TOPSIS) and fuzzy comprehensive evaluation (FCE). In this study, common criteria, sub-criteria, and attributes are constructed to make a decision concerning the influence level of risk of delay at the construction project lifecycle. The results showed that the construction stage (44%) is highly influenced, the second highly influenced stage is post construction (37%), and the least risked stage is pre-construction (35%). The construction projects in Ethiopia have faced an average delay risk of 38% at a high and very high-risk level. This work is expected to serve as a tool to assist managers in the management and control of schedule delays to mitigate their risks.
36
Neamah Ahmed, Mohammed, and Sawsan Rasheed Mohammed. "Agile Quality Management Framework in Construction Projects (AQMFCP)." International Journal of Engineering & Technology 7, no. 4.20 (November 28, 2018): 307. http://dx.doi.org/10.14419/ijet.v7i4.20.25944.
Full textAbstract:
In project management there has been a shift from traditional project management to the Agile Project Management (APM) style. The proposed Agile Quality Management Framework in Construction Projects will be built as a sequence of procedure that deals with a project from primary vision of project to the final delivery of project, will trace alignment and discover a contact between Agile and Traditional Project Management (TPM) concepts and find contact points among two of the more used Agile frameworks (scrum) and one of the more confirmed Project Management framework (PMBOK®) processes. This will result in a recognition of comparable areas between scrum and PMBOK® processes. Agile quality Management Framework is a new agile framework that covers the whole project lifecycle. The goal of the framework is to assist the project managers to adapt a more flexible approach to managing and implementing the construction project. The findings arrive that the agile project management using the Scrum methodology profits effectiveness procedures and a lower duration of process, ensuring value of quality planning and control inputs.
37
Zhang, Yu, and Hua Cai. "Research and Implementation of Product Lifecycle Management Platform Based on Teamcenter." Advanced Materials Research 538-541 (June 2012): 2961–66. http://dx.doi.org/10.4028/www.scientific.net/amr.538-541.2961.
Full textAbstract:
Product lifecycle management (PLM) is a kind of solution, software technology and a business strategy, which play an indispensable role in the enterprise informatization and network management. In this paper, Teamcenter management software of SIEMENS is applied as basic platform of implementing PLM project, the fundamental network structure and main functions and solutions are introduced, furthermore, it also mainly researches the implementation strategies and process of PLM project and analyses the application values and advantages of PLM project for the enterprises.
38
Galli, Brian J., Mohamad Amin Kaviani, Eleonora Bottani, and Teresa Murino. "An Investigation of the Development of Shared Leadership on the Six Sigma Project Life Cycle." International Journal of Information Technology Project Management 10, no. 4 (October 2019): 15–78. http://dx.doi.org/10.4018/ijitpm.2019100102.
Full textAbstract:
The purpose of this study is to map out the relationship between shared leadership (SL) and Six Sigma (6S) project lifecycle. More specifically, the impact of SL and team members' perceived challenges in each of the five phases of the DMAIC (define, measure, analyze, improve, and control) 6S methodology is studied. Furthermore, general organizational issues that affect both SL development and the 6S model are identified. The results demonstrate that several factors, namely, change management, communication, phase deliverables, coaching style, and decision-making methods, affect usage performance of SL throughout the phases. This study helps managers to look at the 6S projects from an SL perspective and shows how to manage the 6S project lifecycle more efficiently.
39
������ and Kirill Zuykov. "Stability Assurance in IT-Projects Management Systems." Russian Journal of Project Management 5, no. 1 (March 10, 2016): 24–47. http://dx.doi.org/10.12737/18007.
Full textAbstract:
The paper is devoted to the IT-projects dynamics analysis in order to develop
management processes that assure stability of the projects to scope
changes. Software development lifecycle is considered combined with one
of organizational changes which are carried out by IT-projects execution.
This integral study of IT-projects organizational structure allows to discover
projects particularities that lead to destabilization and especially "scope
creep" as a main factor of loss of stability and, as a result, failure of objectives
realization. To provide required level the model integrity IT-projects are
to be considered in context of organization´s project portfolio as a part of
business transformation program. The program in turn is studied not in its
entire scope but particularly in its part relative to IT-project implementation
together with obtaining desired results of its product utilization. To secure
metrics-based project objectives achievement control an EVM modification
for IT-projects management is presented in the article. Simulation that is
also performed in the study illustrates internal causes of scope creep problem
and its solution with methods developed in this study and thus project
stability assurance.
40
Akram, Ramsha, Muhammad Jamaluddin Thaheem, Shamraiza Khan, Abdur Rehman Nasir, and Ahsen Maqsoom. "Exploring the Role of BIM in Construction Safety in Developing Countries: Toward Automated Hazard Analysis." Sustainability 14, no. 19 (October 10, 2022): 12905. http://dx.doi.org/10.3390/su141912905.
Full textAbstract:
Safety is a well-researched yet underperforming management aspect of the construction industry. Building information modeling (BIM) can help, and some frameworks have addressed safety management in limited phases of the project lifecycle. This study positions BIM centrally in the safety management process and develops a safety management framework that covers the entire lifecycle of a construction project in the context of developing countries. A systematic literature review is conducted to identify the safety factors and BIM features that are synthesized to devise BIM-based safety improvement strategies. The strategies are presented to construction management professionals from developed and developing countries through an online questionnaire survey, and their level of agreement is identified. Afterward, construction safety experts are engaged to integrate these strategies into appropriate lifecycle phases. Additionally, these experts are also engaged to develop an automated hazard recognition process to leverage BIM potential in safety management. The integration of strategies into project lifecycle phases resulted in a comprehensive safety implementation framework leveraging the BIM platform. This framework takes a lead from the experience of developed countries and considers the limitations of developing countries in terms of resources and technology. Furthermore, a BIM-based process map for hazard identification is developed. The process map takes the BIM model as input and provides a detailed safety report. The process map can be automated to enhance effective safety management. This study expands the body of knowledge through a BIM-driven lifecycle safety management framework for developing countries where BIM adoption is still in its early stages. It is a fresh take on safety automation to make the construction industry safer and more reliable. However, it is limited due to inadequate safety reporting and documentation in developing countries. Future research can improve upon this limitation by positioning in a safety-compliant culture.
41
Thurston, Anne, and Piers Cain. "The Management of Public Sector Records Project: managing the records lifecycle." Information Development 11, no. 4 (December 1995): 198–205. http://dx.doi.org/10.1177/026666699501100406.
Full text
42
Liu, Fuyong, Chaohe Chen, and Wei Wu. "Towards the Building Information Modeling-Based Capital Project Lifecycle Management in the Luxury Yacht Industry." Polish Maritime Research 24, s3 (November 27, 2017): 41–48. http://dx.doi.org/10.1515/pomr-2017-0103.
Full textAbstract:
Abstract It will be a new approach that BIM’s capital project lifecycle management (CPLM) applied to the yacht industry. This paper explored the feasibility of applying the principles and rationales of BIM for capital project lifecycle management in luxury yacht design, engineering, fabrication, construction and operation. The paper examined the premises and backbone technology of BIM. It then evaluated leading naval engineering and shipbuilding software applications and their development trends from the functional lens of BIM. To systematically investigate a BIM-based approach for capital project lifecycle management (CPLM) in the luxury yacht industry, the paper proposed and outlined an implementation framework. A case study and a student competition use case were discussed to delineate the core constituents and processes of the proposed framework. The case of BIM was reviewed. Through the domestic custom luxury yacht design and prototyping student competition, the application of this framework in educational research is demonstrated and the initial quantitative assessment of the framework is carried out. Conclusions: a BIM-based CPLM implementation framework can help the luxury yacht industry capitalize on the global transformation to an information-centric and data-driven new business paradigm in shipbuilding with integrated design, manufacturing and production.
43
Rhodes, P. C. "Software for Concise and Informative Project Management." Journal of Information Technology 6, no. 1 (March 1991): 3–14. http://dx.doi.org/10.1177/026839629100600102.
Full textAbstract:
Managing a project is an involved and many faceted job requiring a combination of management, organization and technical skills. Current methods tend to be based on lifecycle principles and so are project management tools. Additionally, project management is learnt by a process of ‘coming up through the ranks’. Modern methods of structured analysis and design, computer aided coding and the move towards prototyping cause one to question whether or not the current management style, the support tools and training methods are going to be appropriate for tomorrow's technology. This paper proposes an alternative model of management and examines it to see whether or not it is better suited to modern methods, to being computer aided and to training the next generation of project managers.
44
Cozmiuc, Diana, and Ioan Petrișor. "VALUE BASED MANAGEMENT IN THE NEW ECONOMY." Business Excellence and Management 10, no. 3 (September 15, 2020): 61–79. http://dx.doi.org/10.24818/beman/2020.10.3-05.
Full textAbstract:
The main objective of this paper is to investigate the updates brought by the New Economy, especially new business models brought by digitalization, on value-based management. This objective is to see if classic value-based management and the updates brought by the New Economy conflict or are somehow harmonized or complementary. Another objective is to illustrate the updates brought by digitalization as case object on Siemens as case subject. The paper is focused on value-based management particularities for digitalization products, services, solutions. The context of the paper is digitalization technology and its impact on business and society, digital transformation. The phenomenon is new to society in all and therefore both literature review and case studies are highly relevant. The article is a case study on a top European corporation, both leader in digitalization and excellent value-based management practitioner. The case study is exploratory and descriptive, searching for the connections between digitalization and value. It relies on secondary evidence about Siemens. The questions are how New Economy value patterns work in practice and how do they relate to classic value indicators, net present value of discounted cash flow or its equivalent Economic Value Added. The paper finds a connection between innovation lifecycle and investment approval or capital budgeting. The beginning of the project lifecycle involves investment in intangible assets, business models, an open network structure and is funded by venture capital. As the idea matures close to customer contract negotiation stages, the network structure turns into a project budgeted via program management and equity and debt. The findings show how so-called new capital budgeting methods, venture capital, are reconciled with classic value-based management using equity and debt and Economic Value-Added investment appraisal. Both funding methods have their logic and place in idea lifecycle at Siemens. The paper finds a match between the lean start-up method and early stages of digital offering lifecycle, and a complementarity between venture capital funding methods and equity and debt capital funding methods given by the innovation lifecycle.
45
Guo, Jin Xiu. "Measuring Information System Project Success through a Software-Assisted Qualitative Content Analysis." Information Technology and Libraries 38, no. 1 (March 18, 2019): 53–70. http://dx.doi.org/10.6017/ital.v38i1.10603.
Full textAbstract:
Information System (IS)/IT project success is a growing interest in management due to its high impact on organizational change and effectiveness. Libraries have been adopting integrated library systems (ILS) to manage services and resources for years. It is essential for librarians to understand the mechanism of IS project management in order to successfully bring technology innovation to the organization. This study develops a theoretical model of measuring IS project success and tests it in an ILS merger project through a software-assisted qualitative content analysis. The model addresses project success through three constructs: (1) project management process, (2) project outcomes, and (3) contextual factors. The results indicate project management success alone cannot guarantee project success; project outputs and contextual factors also influence success through the leadership of the project manager throughout the lifecycle. The study not only confirms the proposed model in a post-project evaluation, but also signifies that project assessment can reinforce organizational learning, increase the chance of achieving success, and maximize overall returns for an organization. The qualitative content analysis with NVivo 11 has provided a new research method for project managers to self-assess an IS/IT project success systematically and learn from their experiences throughout the project lifecycle.
46
Samáková, Jana, Dagmar Babčanová, Henrieta Hrablikchovanová, Jana Mesárošová, and Jana Šujanová. "Using the Communication Methods, Tools and Support During Management of Project Communication in Industrial Manufacturing Enterprises." Research Papers Faculty of Materials Science and Technology Slovak University of Technology 25, no. 41 (September 26, 2017): 51–62. http://dx.doi.org/10.1515/rput-2017-0021.
Full textAbstract:
Abstract Effective communication is the most significant ability for project manager and successful project. However, during the management of projects communication, it is very often forgotten, often overlooked or taken for granted. In the management of projects, it is principally necessary to deal with communication during all project lifecycle. Within the project communication, it is very important to define the main methods, tools, support of communication and frequency of communication; these belong to the most important elements of the communication channel which is very often forgotten. Therefore, the main aim of the paper is to analyse the utilisation of the communication channel: communication methods, communication tools, communication frequency and to support project communication in industrial manufacturing enterprises in Slovakia. Based on the research, we can conclude that communication channel is not adequately elaborated in international methodologies and standards of project management as well as in industrial manufacturing enterprises. These facts are very negative, conclusion and it is therefore necessary to deal with the problem.
47
Kamara, John M. "Maintaining focus on clients’ requirements using the DQI tool." Built Environment Project and Asset Management 7, no. 3 (July 13, 2017): 271–83. http://dx.doi.org/10.1108/bepam-09-2016-0044.
Full textAbstract:
Purpose The purpose of this paper is to explore the contribution of the design quality indicator (DQI) tool in the management of client requirements in construction projects, and propose a requirements-oriented project process (ROPP) to ensure continued focus on client requirements throughout the lifecycle of a project. Design/methodology/approach Direct participant involvement and case studies of building projects that have used the DQI tool are used to analyse the extent to which DQI contributes to the management of client requirements. Findings Case study analysis suggests that the DQI enhances focus on client and project stakeholder requirements through the initial quality aspirations set out at the beginning of a project, but it is limited in its scope to address a more comprehensive requirements profile. Research limitations/implications The proposed ROPP model is conceptual and requires further development to test its effectiveness in enhancing focus on client requirements. However, given current developments in automated checking in BIM and other environments, this offers scope for further research in this area. Originality/value Maintaining focus on client requirements throughout the process is a key criterion for project success. However, given the many stakeholders involved, and the progressive translation into various project documents, there is a risk that focus on the original/evolving requirements of the client can be lost. Current approaches such as the DQI have limitations and a robust ROPP is, therefore, a key contribution to securing clients’ objectives over the project lifecycle.
48
Le Bars, Gaelle, and Ziad Hajar. "Requirement Management for the 3D Pavement Model Over the Lifecycle." International Journal of 3-D Information Modeling 6, no. 3 (July 2017): 57–70. http://dx.doi.org/10.4018/ij3dim.2017070105.
Full textAbstract:
This article addresses the structuring of data relating to the pavement that form a part of road infrastructure, and its development throughout a project lifecycle. Modelling of the information necessary for pavement design, construction, operation, servicing and maintenance is proposed. The defined data model is accompanied by a representation of exchanges between actors and of the key processes for management of requirements with product lifecycle management tools. In this use case, the use of a digital model in infrastructure life-cycle management is addressed via the pavement component, with the aims of defining a complete information model associated with pavement, by identifying and structuring the data exchanged between the different actors and in the different project phases. These are represented by the processes within which these exchanges, bringing out the different viewpoints of the actors involved: owners, designers, builders, operators, etc.
49
Shahzad, Basit, Fazal-e-Amin, Ahsanullah Abro, Muhammad Imran, and Muhammad Shoaib. "Resource Optimization-Based Software Risk Reduction Model for Large-Scale Application Development." Sustainability 13, no. 5 (March 1, 2021): 2602. http://dx.doi.org/10.3390/su13052602.
Full textAbstract:
Software risks are a common phenomenon in the software development lifecycle, and risks emerge into larger problems if they are not dealt with on time. Software risk management is a strategy that focuses on the identification, management, and mitigation of the risk factors in the software development lifecycle. The management itself depends on the nature, size, and skill of the project under consideration. This paper proposes a model that deals with identifying and dealing with the risk factors by introducing different observatory and participatory project factors. It is assumed that most of the risk factors can be dealt with by doing effective business processing that in response deals with the orientation of risks and elimination or reduction of those risk factors that emerge over time. The model proposes different combinations of resource allocation that can help us conclude a software project with an extended amount of acceptability. This paper presents a Risk Reduction Model, which effectively handles the application development risks. The model can synchronize its working with medium to large-scale software projects. The reduction in software failures positively affects the software development environment, and the software failures shall reduce consequently.
50
Olawumi, Timothy O., and Daniel W. M. Chan. "BUILDING INFORMATION MODELLING AND PROJECT INFORMATION MANAGEMENT FRAMEWORK FOR CONSTRUCTION PROJECTS." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 25, no. 1 (February 5, 2019): 53–75. http://dx.doi.org/10.3846/jcem.2019.7841.
Full textAbstract:
The study aims to develop an effective BIM-project information management framework (BIM-PIMF) and associated assessment model for construction projects with a view to enhancing the functional management of project information. An explanatory case study technique and case study evidence from four BIM construction projects form the study’s research design. The study identified and established the three sub-criteria of the BIM-PIMF model which are the BIM process level factors, BIM product level factors, and the key indicators for a successful BIM deployment on construction project sites. These criterias were semantically linked to the development of the BIM-PIMF framework on a five-point metric scale. The deliverables of this study include the development of the BIM-PIMF framework, together with its analytical scoring system. The findings of the study will improve the information channels of and ease the integration of technological innovations in construction processes while improving the technical competencies of project staff. The study highlighted a basket of effective recommendations and strategies to enhance the deployment of BIM throughout a project lifecycle. Policymakers and government departments can utilize the model in assessing the level of usage of BIM in a construction project as one of the useful measures in gauging which construction firms to be provided subsidies.